Professional Documents
Culture Documents
OLIVIER SERRAT
Principal Knowledge Management Specialist Knowledge Management Center Regional and Sustainable Development Department Asian Development Bank
Core knowledge management activities should be aligned with the business processes of an organization. They should be balanced according to the specificities of each process. A knowledge management solution should not just focus on one or two activities in isolation.
A learning organization acquires knowledge and innovates fast enough to survive and thrive in a rapidly changing environment. LEARNING ORGANIZATIONS Are built around peopletheir know-what, know-how, and know-why and centered on human interaction and community building; Encourage and support critical thinking; Allow mistakes and value risk taking; Highlight experience as the source of learning; and Disseminate new knowledge for incorporation in day-to-day activities.
The Most Admired Knowledge Enterprises (MAKE) Knowledge Management Implementation Model specifies that organizations implementing knowledge strategies generally go through 5 stages: Stage 1: Pre-Implementation Stage 2: Implementation Stage 3: Reinvigoration Stage 4: Inculcation Stage 5: Holistic The process can take anything from 12-15 years for non-profit, public sector organizations such as ADB.
PRE-IMPLEMENTATION
PRE-IMPLEMENTATION
PRE-IMPLEMENTATION
Empowering the Communities of Practice (Collaborate for knowledge generation and sharing)
Further Enhancing Staff Learning and Skills Development (Enhance opportunities for staff to learn)
KNOWLEDGE TAXONOMY
A STUDY OF ADBS KNOWLEDGE TAXONOMY The study aimed to explore, recommend, and draw implications from a classification of knowledge products and services that improves ADBs organizational efficiency.
PRE-IMPLEMENTATION
SURVEY OF AUDIENCES OF THE KNOWLEDGE MANAGEMENT AND LEARNING WEB PAGES This ongoing survey aims to further improve the Knowledge Management and Learning web pages and ascertain the usefulness of its online products.
PRE-IMPLEMENTATION
SURVEY OF DEMAND FOR ADB KNOWLEDGE PRODUCTS THROUGH RESIDENT AND REGIONAL MISSIONS The survey aimed to ascertain what ADB knowledge products in-country audiences request from Resident and Regional Missions specifically What knowledge products are being sought and how often; Which parties seek them and in what format; and Whether Resident and Regional Missions are able to meet in-country demand.
ADB PERCEPTIONS SURVEY This triennial survey aims to gauge stakeholders perceptions of ADBs mission to help reduce poverty and contribute to development in Asia and the Pacific. The survey canvasses 900 opinion leaders in 31 member countries, drawn from a broad crosssection of stakeholders in government, media, civil society, academia, the private sector, and development partners.
IMPLEMENTATION
INFORMATION AND COMMUNICATION TECHNOLOGIES
IMPLEMENTATION
INFORMATION AND COMMUNICATION TECHNOLOGIES
IMPLEMENTATION
ORGANIZATIONAL DESIGN, CULTURE, AND LEARNING
HANDLE WITH KNOWLEDGE FLASH ANIMATIONS The Flash learning modules aim to capture the essential concepts of Knowledge Solutions referred to in the Knowledge Management and Learning Series with focus on: Learning in Teams; Reflective Practice; Learning from Evaluation; and Learning in Partnerships
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IMPLEMENTATION
ORGANIZATIONAL DESIGN, CULTURE, AND LEARNING
ROLES AND FUNCTIONS FOR KNOWLEDGE MANAGEMENT COORDINATION The rationalized roles and functions for knowledge management coordination are anchored in: Sharpening the knowledge focus in ADBs operations; Empowering the communities of practice; Strengthening external knowledge partnerships; Further enhancing staff learning and skills development; and Promoting knowledge management and learning.
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IMPLEMENTATION
COMMUNITIES AND NETWORKS OF PRACTICE AND LEARNING ALLIANCES
GUIDELINES FOR KNOWLEDGE PARTNERSHIPS The guidelines inform ADBs efforts to strengthen existing and design new external knowledge partnerships.
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IMPLEMENTATION
COMMUNITIES AND NETWORKS OF PRACTICE AND LEARNING ALLIANCES
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IMPLEMENTATION
COMMUNITIES AND NETWORKS OF PRACTICE AND LEARNING ALLIANCES
GLOBAL KNOWLEDGE EXCHANGE NETWORK Collaborate with the Global Knowledge Exchange social network sponsored by the Harvard Business School and the Copenhagen Business School.
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REINVIGORATION
PILOTS AND MEASURES
ADB SUSTAINABLE DEVELOPMENT TIMELINE A brochure and an interactive multimedia documentary aim to highlight the milestones that marked the journey of ADB in promoting sustainable development in Asia and the Pacific.
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REINVIGORATION
PILOTS AND MEASURES
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REINVIGORATION
CHANGE MANAGEMENT
MOST ADMIRED KNOWLEDGE ENTERPRISES SURVEY This annual survey gauges staff perceptions of knowledge management benchmarked against eight MAKE knowledge performance dimensions. The 2010 survey results revealed that ADB had successfully transitioned from Stage 2 (Implementation) to Stage 3 (Reinvigoration). In 2011, survey results revealed that ADB had transitioned from Stage 3 (Reinvigoration) to Stage 4 (Inculcation). ADB was recognized as a 2011 Asian MAKE Winner at the 12th World Knowledge Forum held in Seoul, Republic of Korea, in October 2011.
ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING 17
REINVIGORATION
RESULTS-DRIVEN MANAGEMENT MODEL
OWN
USE
ACT
UNDERSTAND
HEAR
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INCULCATION
FULL IMPLEMENTATION
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HOLISTIC
WORKING IN TEAMS
AS A COMMUNITY
ASK
I ask questions. Inquiring minds are welcome here. We check first to see what already exists.
LEARN
SHARE
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THE PROMISE OF
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For more information, contact Knowledge Management Center Asian Development Bank 6 ADB Avenue, Mandaluyong City 1550 Metro Manila, Philippines Tel +63 2 632 6710 Fax +63 2 632 5264 knowledge@adb.org www.adb.org/knowledge-management/
Knowledge Primers serve as quick introductions to knowledge management and learning applications in development work. In an attractive package, they are suitable for interactive presentations and self-learning for action. They are offered as resources to ADB staff. They may also appeal to the development community and people having interest in knowledge and learning.
October 2011